2.1. Public Library Service

According to the International Federation of Library Associations and Institutions (IFLA)/UNESCO Public Library Declaration, public libraries are local information centers that make all kinds of knowledge and information readily available to users. It is a fundamental human right to have access to information and to know it, and now more information is available than ever before. As public services are open to everyone, public libraries not only provide access to a wide variety of information resources, but also play a very important role in collecting, organizing, and utilizing information. Therefore, it can be said that the value of public libraries is assessed according to the services they provide to the community (IFLA, 1994).

Therefore, public libraries provide a variety of services to satisfy the needs of users not only within the library but also within the local community. Libraries should make it easy for everyone to access library services, including those who have difficulty reading printed materials. The services that users can easily access though various forms, media, and the Internet include lending books and other materials for in-house use, information services using printed materials and electronic media, readers’ services including reservations, community information services, user education including text-learning program support, programs and events, blogs, mobile phone text services, reference services, and publicity using modern communication tools such as social networking (Koontz & Gubbin, 2010).

2.2. Drive-thru Services

‘Drive-thru,’ a way to purchase products while in a car, is a service strategy that has spread all over the world since it first started in the United States in the 1930s. The Grand National Bank in St. Louis, a major US financial hub, opened the world’s first deposit-only drive-thru window. Later, in 1974, the Red Giant Hamburg in Springfield, Missouri, introduced drive-thru service for the first time in a fast-food restaurant. McDonald’s, which has many chain stores around the world, started its first drive-thru service in 1975, and in Korea in 1992 at the McDonald’s Busan Haeundae branch.

There is also the concept of “click and collect,” which is similar to drive-thru, but is also used interchangeably with “order and collection” or “pickup order.” Click and collect allows customers to receive products directly from designated locations outside of their homes. It has become a new and more powerful purchasing method for many people in the current era where online shopping is becoming more and more ubiquitous (even without the influence of the COVID-19 pandemic). According to Dalin-Kaptzan (2020), click and collect, also known as online purchase and in-store collection, is a form of omni-channel flow in which shoppers buy online and receive orders from physical locations instead of having items shipped to them. The pickup location is usually a local retail store, but it could also be a post office, a special purpose locker, or another retail store.

When the world was confused by the influence of COVID-19 in 2020, Korea was the first nation in the world to implement a screening clinic that can collect a sample from the nose and mouth, measure body temperature, and disinfect while riding in a car. The drive-thru clinic was evaluated as an innovative idea by major media outlets around the world such as CNN and Agence France-Presse. Since then, the drive-thru screening clinic has become a COVID-19 response model in many countries around the world, and has been extended to funerals, weddings, and library services aimed at avoiding or minimizing face-to-face contact. It was possible to increase the convenience of service by allowing citizens to continue to use the library.

Most of the studies on drive-thru services that have been published have been related to banking, fast food, coffee, and pharmacy services, but there are none about libraries. For this reason, the literature review here focuses on drive-thru services related to banks, fast food, coffee, and pharmacies, and aims to find ways to apply them to library services. We also looked at key resources for libraries in responding to the coronavirus pandemic provided by IFLA, as well as news articles about public libraries in the United States responding to the COVID-19 situation.

Morcos et al. (1992) stated that the employees working in the drive-thru window are the main link between the company and the customer who wants convenient service, and a factor that has a great influence on the reputation with customer return decisions. Therefore, it was necessary to set consistent educational standards for improved job performance accuracy and kindly services.

Song (2002) presents the problems of the existing McDonald’s drive-thru system and proposes a multimedia drive-thru system as a solution, and provides an exemplary usage process of a new system, a content flow chart, and conditions for graphical user interface design.

Allon et al. (2011) said that drive-thru stores are a system that allows busy consumers to receive products without getting out of their cars and it is a system that provides consumers with conveniences such as reducing waiting times and travel.

See also Kucukusta et al. (2015), who said that consumers can feel usefulness from the convenience provided with drive-thru, and this usefulness helps them to form a positive attitude towards the products or services.

Abu Farha et al. (2017) surveyed 226 pharmacists in Jordan for their awareness of drive-thru services. As a result, 85.5% of pharmacists said they knew drive-thru service, but only 27% said they would be willing to do it. The reason is that the drive-thru service would make them feel like a fast-food worker, which would negatively affect the job image of a pharmacist. However, pharmacists working in chain community pharmacies were more aware than independent communities were, and Jordan’s pharmacists also needed to adopt the service better because the service system was well established worldwide.

According to IFLA’s Key Resources for Libraries in responding to the Coronavirus Pandemic, which was last updated on October 13, 2020, libraries around the world face very different circumstances, from widespread maintenance of full services to complete closure. Among them, the methods used by countries with minimal services include fully closing spaces and only offering the possibility to borrow or return books at a counter, or via a book drop. Some countries are experimenting with drive-through pick-up and return of books. Others are only allowing visitors who have pre-booked (IFLA, 2021).

According to the results of a survey with 2,545 United States public libraries conducted by the Public Library Association (2020), 98% of the libraries were closed due to the COVID-19 pandemic. Overall, online renewal policies expanded by 76%, online services such as e-books and streaming media by 74%, and expanded access to digital resources, such as operating a virtual program, 61%. In addition, new services were developed and provided to respond to the COVID-19 situation, such as making curbside pick-up available possible, with 22% of libraries surveyed.

As reported by KSN in Wichita, Kansas during their December 17, 2020 newscast:

As a result of reviewing the literature as described above, drive-thru is a service that helps to form a positive attitude because it is a system that provides consumers with conveniences to reduce waiting time and movement. However, librarians might consider that the drive-thru service compares them to fast food workers, bestowing a less professional view upon them and negatively affecting further library applications.

4.1. Case Analysis 1: Seoul Special City

As of 2019, there are a total of (180) public libraries in Seoul. Among them, drive-thru service cases were examined focusing on the Namsan Library, belonging to the Seoul Metropolitan Office of Education. Table 1 summarizes some of the drive-thru service promotion plans implemented by Namsan Library.

Looking at drive-thru service cases of Namsan Library, summarized in Table 1, it can be seen that the loan period was extended from two weeks to six weeks a month while maintaining the existing service system. In addition, although existing members can use it, it is also possible to confirm that they tried to minimize face-to-face use while not allowing new members to sign up or reissue due to loss of ID cards. Therefore, the drive-thru service of the Namsan Library has had a positive effect in that the citizens can continue to read and spend free time even while the force majeure called COVID-19 can be expected. However, in order to use the service, it is necessary to make a reservation in advance on the Internet homepage, so there is a limitation that it cannot be used for people who do not have a computer or do not know how to use the Internet.

4.2. Case Analysis 2: Incheon Metropolitan City

Incheon Metropolitan City has a total of 53 public libraries as of 2019. Among them, drive-thru service cases are planned by the Michuhol Library, which represents 44 libraries belonging to the local government, and are divided into five branches (Cheongna Lake Library, Cheongna International Library, Yeongjong Sky Library, Majeon Library, and Songdo International Organization Library). We focused on the contents carried out together. Table 2 summarizes some contents of the drive-thru service promotion plan planned by the Michuhol Library and implemented with five branches.

Looking at the cases of Michuhol Library and drive-thru service of the five branches, summarized in Table 2, there is a feature that utilizes the smart library located in the Cheongnaru parking lot of Cheongna Lake Park. The smart library is an unmanned library system where anyone can conveniently borrow and return with a device such as a vending machine. Since about 400 books can be stored in the smart library, pre-booked books are put in a designated field, and the latest books or best-selling books are placed in other fields. The strategy that made it possible to borrow or return is outstanding. In addition, the part that made the reservation application available on the library homepage and the mobile app is considered to be the consideration that made it easier for more users to use the drive-thru service. However, the total number of loans including the drive-thru service is five, and the period of the loan is 14 days, which is an unfortunate part considering the current social situation.

4.3. Case Analysis 3: Anyang City of Gyeonggi Province

As of 2019, in Anyang City of Gyeonggi Province, there are a total of ten public libraries belonging to local governments, and all libraries provide drive-thru services. Table 3 summarizes the main contents of the drive-thru service commonly provided by Anyang City Library.

If one looks at the case of the drive-thru service of Anyang City Library, which is summarized in Table 3, there is a feature that users must use e-mail, not a homepage or mobile app, to apply for reservation. Therefore, the process of downloading and filling out the form and sending it back to the e-mail can be cumbersome. In addition, since it is not operated in an integrated manner, it is possible to apply to each library, so one can use the nearest location, but the library may have different materials, so there may be limitations on use. However, there is also a difference that the width of time that can be received is the widest.

As mentioned above, as a result of looking at drive-thru service cases conducted by Namsan Library of Seoul Metropolitan Office of Education, Michuhol Library of Incheon Metropolitan City and its five branches, and Anyang City Library of Gyeonggi province, the service is currently being implemented alternatively due to COVID-19. It was found that the system has a level that can be applied at any time. However, it was also concluded that in order to provide more effective services, it is necessary to find detailed plans for each region or library.

5.1. Participants

Participants of the FGI are the three library managers introduced in the drive-thru service operation example, the main of which is shown in Table 4 (see participants marked A to L – for experience/classification purposes).

5.2. Write a Question and Send an Email

Prior to the interview, the researcher composed a question appropriate to the purpose of the study and e-mailed the participants. All questions were composed of open-ended questions that could induce participants to experience running a library drive-thru service, taking into account that the time required to conduct the entire interview was one hour. The questionnaire formed by the researcher and sent to the participants in advance was modified to the questioning method suggested by Krueger and Casey (2009), and was selected as four types of starting question, introduction question, main question, and ending question. The contents are shown in Table 5.

The content obtained through the step-by-step focus group interview questions summarized in Table 5 is as follows: First, it tried to confirm the librarian’s perception of the drive-thru service. Second, it tried to reveal the relationship between the drive-thru service and the library applied to the special situation of COVID-19. Third, it tried to confirm the possibility of whether a drive-thru can be operated and activated as a regular service of the library even after the pandemic is over.

5.3. Conduct an Interview

The interview was conducted in real time utilizing ZOOM from 18:00 to 19:00 on Friday, March 12, 2021. The researchers briefly explained the purpose of the interview and the study, pledged that the data collected through the interview would not be used for any purpose other than the study, and focused on making possible participants feel free to discuss. The questions were tuned to finish within one hour while taking full advantage of one hour, focusing on the six that were prepared and distributed according to the four-step process. Also, all contents were recorded with the consent of the participants.

5.4. Result Analysis

Krueger and Casey (2009) describe important elements in the analysis of focus group interview data as “systematic, verifiable, sequential, and continuous.” The data obtained through the focus group interview were analyzed in the form of finding important topics and categories by applying open coding among the theory of evidence presented by Morgan and Scannell (1998). In other words, the concept was to name concepts and categorize concepts with similar contents.

Table 6 summarizes the results of analyzing the answer to the opening questions, “What was the first thought that came to your mind when you heard the word drive-thru service?”

Reviewing the answers to the introduction questions summarized in Table 6, librarians are using drive-thru services similar to the method utilized by fast-food stores. This is partly due to the COVID-19 situation and restrictions – libraries have introduced and implemented this new borrowing method for the benefit of the reading public.

Table 7 summarizes the results of analyzing the answers to the introductory question, “How can I connect the drive-thru service and the library?”

In response to the answers with the introductory questions summarized in Table 7, librarians can reduce contact with citizens while maintaining minimal available library services, such as being able to collect books that have been reserved in advance in such a way that connects the library directly with the drive-thru service.

Table 8 summarizes the results of analyzing the answer to the first key question, “Why did the library operate the drive-thru service?”

Looking at the responses to the first key questions listed in Table 8, the reason librarians are operating drive-thru services in libraries are due, in a large part, to the parent agency’s COVID-19 guidelines to develop and operate non-face-to-face services.

Table 9 summarizes the results of analyzing the answer to the second key question, “What was the most difficult thing about running the drive-thru service in the library?”

Looking at the answers to the second major question summarized in Table 9, librarians cited an incomplete operating system, such as a lack of manpower and system errors, as the most difficult problems in operating the drive-thru library service.

Table 10 summarizes the results of analyzing the answer to the third key question, “Why doesn’t the library operate the drive-thru service at all times?”

Reviewing the responses to the third major question summarized in Table 10, librarians can provide a good service if a well-structured drive-thru service is always operating in the library. Increased manpower and higher budget are a prerequisite and required, though.

Table 11 summarizes the results of analyzing the answer to the closing question, “What do you think is necessary for the activation and effectiveness of library drive-thru service operation?”

Looking at the answers to the final questions summarized in Table 11, librarians believe that in order to initiate or revitalize drive-thru service operations in the library and increase its effectiveness, it is necessary to further support professional manpower requirements and accompanying budgets, establish a sound system, and promote the resource publicly.

Table 6Table 7Table 8Table 9Table 10 to Table 11 summarizes the questioning method suggested by Krueger and Casey (2009), and sets them into four types: opening questions, introductory questions, key questions, and closing questions. The answers were summarized using the analysis method suggested by Morgan and Scannell (1998). As a result, 6 themes, 16 categories, and 72 subjects were derived for the library drive-thru service experience. Among these, 6 themes which can be considered the core results of this study are summarized in Table 12.

In the end, public library librarians thought that the drive-thru service was a newly introduced service method according to the non-face-to-face service operating guidelines of the COVID-19 situation, thus is inefficient and unnecessary at present as it was difficult to use due to its incomplete operating system. However, if the system were well established, such as building a service system, it is expected that it would be a good service.